Setup of a far-shore remote management of infrastructure and SAP architecture (RIM) function spread across two data centers, including asset migration and process transition from a single- to a multi-vendor environment within the logistics and transportation industry.
Customer Profile
The client used to be the world’s leading manufacturer of both planes and trains. The rail division had 60 production and engineering sites in 28 countries with over 37000 employees. Its portfolio covered the full spectrum of rail solutions, ranging from complete trains, sub-systems, maintenance services, system integration and signalling.
Methods & Technologies
– Standard Microsoft Office, Networking & Storage Solutions, Remedy Service Desk & Atrium, MS Project & MS Visio, ARIS, SAP Solution Manager, Cisco newscale, Lotus Notes, IBM
– ITIL3.0, ISO 9001, TOGAF, COBIT, SixSigma, BPMN 2.0, PRINCE2
– ITIL3.0, ISO 9001, TOGAF, COBIT, SixSigma, BPMN 2.0, PRINCE2
Starting Situation
Undergoing a transition form a single-vendor to a multi-vendor environment, the client has decided to propagate its IT strategy through a fresh outsourcing strategy for its IT services through various partners located across the globe. Amid a data centre migration, the infrastructure and certain application and their architecture needed to be managed remotely from a service provider in India, using internally developed and implemented processes. The aim was to design relevant processes, implement these in the according tool landscape, and transition these to a remote control centre vendor team in India.
Solution
The RIM team needed to be setup and trained from scratch, ensuring proper and efficient operations of the new RIM control center. PAAN-Group Consulting has taken over the Program Lead and ITSM Process Lead roles for ensuring the processes, tools, and people can effectively manage the new support function within the boundaries of the agreed SLA framework. The entire handover and training aspects of the new team located in India were also considered.
From a Program Management perspective, the risks and dependencies amongst the various projects had to be dealt with during project planning and execution.
Outcome
All relevant ITSM processes were globalized and centralized within the client’s core operations team, ranging from the design all the way to the support stages of the service life-cycle. This included drafting the processes and implementing these in the new Remedy tool, which in turn had to be configured in accordance with the service levels. A service integration concept ensured seamless end-to-end operations with clear roles and responsibilities assigned amongst the different vendors.
